-The commission and Payment structure is subpar at most, While our base is standard to lower end, They structure the OTE in a way that most do not or cannot hit quota in order to pay out less. Total quota is 100% but the goal is 80% indicating that the true 100% is the 80%. They also added in opportunity and monthly quotas on meetings to make it harder to fully get paid out.
Some of these quotas are also out of your control, as it depend on AE alignments, luck, managers, and verticals.
This system incentivizes strategy and cheating, rampant in the org and overlooked by some managers. Stealing leads, deals etc, is not uncommon.
It is still possible to hit quota, but only the people who go beyond and hustle and bend the rules can do it consistently.
Our motto is do what you gotta do.
Overall, this results in many bad meetings being sent up just to be sent up and does not encourage true quality in the meetings, as meeting quotas are still the top priority.
-YMMV is the most true in this organization. While it is a good job out of college, your alignment with AEs, verticals, and managers can make or break your situation.
I had cohort members with better attainments get fired because of racist managers or managers who did not like them. Extremely high quotas force SDRs to get creative with AEs, and uncooperative AEs or a lack of support severely hinders performance.
-Good sales methodology to an extent, and you learn how to be resilient.
Half the battle in SDR org is prospecting, but instead of encouraging true out-bound prospecting using tools, Most SDRs get the best results out of prospecting into the overly complex and built-out CRM. This does not teach real prospecting and is a tough habit to crack.
-Sold and being misled:
Most entering the organization are misled about the opportunities within the company.
There is initial promise on promotion timelines within a year; however, this is constantly being extended to longer and longer. One bad quarter can set you back 6 months
There was a promise of opportunity to move into account management and delivery but these doors were quickly cut off for arbitrary reasons that do not make sense and made by leadership that does not oversee day-to-day operations.
-Leadership:
Manager and director leadership is generally on par with solid people being supportive and pushing their team to strive, Churn rate, however, is high on the SDM side, with many finding better opportunities within a year or 2, leading to culture instability.
Leadership at the higher levels and beyond are generally out of touch and haven't picked up a phone in years or sold SaaS when it was the golden years.
-Overall, NetSuite is a solid organization to start, but I would keep your eyes out for promotion opportunities outside, as the barrier to getting into AE roles is harder, restrictive, and based on favoritism.
If you do not get the AE role within the 1st interview, you can assume you are not wanted and take your services elsewhere.
